PURCHASE MANAGEMENT

A PROJECT REPORT ON
PRODUCTION & MATERIAL MANAGEMENT

SUBMITED BY
YATIN, PRABHJOT, SANGEETA, ANISH, VISHWANATH,
DANDAPANI, MOSHAMI

SUBMITED TO
NES RATNAM COLLEGE

PROJECT GUIDE
PREETI KHITANI

N.E.S RATNAM COLLEGE OF ARTS, SCIENCE &COMMERCE

BHANDUP (W),
MUMBAI.400078

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 STUDENTS INVOLVED

SR NO. NAME ROLL NO.

1 SANGEETA PATEL 30
2 YATIN PATIL 31

3 MOSHAMI PATRA 32

4 ANISH PINGALE 33

5 VISHWANATH POOJARI 34

6 PRABHJOT KAUR 35

7 DANDAPANI REDDY 36

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 DECLARATION
WE YATIN PATIL, PRABHJOT KAUR, ANISH PINGALE,
SANGEETA PATEL, MOSHAMI PATRA, VISHWANATH
POOJARI AND DANDA PANI ARE THE STUDENTS OF
F.Y.BMS OF NES RATNAM COLLEGE HERE BY DECLARED
THAT WE HAVE COMPLETED THIS PROJECT ON PURCHASE
MANAGEMENT FOR THE ACADEMICYEAR 2011-12 THE
INFORMATION SUBMITTED IS TRUE AND ORIGNAL TO
THE BEST OF OUR KNOWLEDGE.
STUDENTS SIGN.
1…………………….
DATE:……………… 2…………………….
3…………………….
4…………………….
SIGN.OF TEACHER 5…………………….
6…………………....
7……………………..

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 ACKNOWLEDGEMENT
We would like to acknowledge and extend our heartfelt
gratitude to the following persons who have made the
completion of this Lecture Notes possible: 

Our project guide Mrs. PREETI GETHANI for her vital

encouragement and support. As well as for the help and
inspiration she extended. 
 
We would also like to thank our group members, friends
and families who have provided us with help up to a large
extent.
 

And to God , who made all things possible.

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 INDEX

SR PARTICULARS PAGE
NO. NO.
1 INTRODUCTION 06
2 PRINCIPAL OF PURCHASE 07
3 OBJECTIVES OF PURHASE DEPARTMENT 11
4 ORGANIZATION OF PURCHASE 14
5 SYSTEM IN PURCHASE DEPARTMENT 17
6 TYPES OF PURCHASES 22
7 CONCLUSION 29
8 BIBLOGRAPHY 30

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 INTRODUCTION
The Purchase is a main activity in the area of Materials
Management. It is the most important Function in any organization. This is
the place where money is spent out of the organization. It decides the
profitability of the company. It is studied that one percent saved in the
purchase function improves the profit of the company as much as 2 to 3
percent.

Purchase departments buy raw materials, parts, machinery, and

services used by production systems.

The objective of purchase management is to procure the right

equipment, materials, supplies and services in the right quantity, of the
right quality, from the right suppliers, at the right time, at the lowest price.

While the value of purchased items varies from industry to

industry, it adds up to more than fifty percent of sales in all industries.
Purchase management is regarded as a significant activity in many
organizations because of the high cost involved in carrying out purchasing
activities, increasing quality benchmarks, and increasing global
competition.

Purchase activities can be organized by using two basic

approaches: centralization and decentralization.

Many manufacturing organizations use a blend of these two approaches to

organize their purchase activities. The purchase manager, who heads the
purchase department, is responsible for developing vendor networks,
selecting suppliers, negotiating contract terms and conditions with
suppliers, and ensuring the timely delivery of the required supplies.

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 PRINCIPLES OF PURCHASE
Principles of Purchasing can be called by “7 Rs”. They are as follows:

1) Buying the materials at right price.

2) Buying materials of right quality.
3) In the right quantity.
4) At the right time.
5) From the right source.
6) At the right place.
7) With right mode of transport.

These are the basic principles of purchases. Every company and

organization having their own purchasing polices and style; for example:

The purpose of
this web site is to provide easy access to Procter & Gamble information that
is of value to prospective and current P&G suppliers, agencies, and
providers of goods, equipment, services and sponsorship opportunities.
The information on this site outlines the fundamentals of how P&G
conducts business with its suppliers and how the Company views supplier
relationships in general. It gives a brief sketch of how P&G Purchases is
organized and offers an avenue for those interested in becoming P&G
suppliers. It also provides information to current P&G suppliers who want
to enhance their understanding and connectivity with P&G.

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Global Sourcing Principles
In addition to embracing the Company’s Purpose, Values and Principles,
our Purchases people are guided by five global principles for strategic
sourcing. These five principles establish a foundation for our discipline and
serve as guidelines in our daily activities as we interact with external
suppliers.

These principles consist of the following:

 Best Total Value
We make sourcing decisions on the basis of
best total value offered to supply our requirements for
goods and services. Best total value is driven by
business needs and includes a number of components
that include total cost of ownership, quality of goods or
services performed, supplier responsiveness and
account service, speed or time-to-market,
minority/women ownership, localized supply, and
supplier willingness to share risk/provide resources

 Honest, Ethical and Fair Dealings

We treat all suppliers with respect and deal with them honestly,
ethically, and fairly. We conduct business in compliance
with all applicable laws and regulations wherever we
operate. We believe that buyers and suppliers optimize
their working relationship when there is a foundation
of trust. By treating suppliers and potential suppliers
honestly, ethically and fairly, we do our part in building
that foundation, and expect that the supplier will do
likewise. We do this not only because we believe it is
right, but also because it makes working with P&G
attractive to current and potential suppliers.

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 Externally-Linked Supply Solutions
We deliver solutions that meet P&G
business needs by bringing the Company’s deep supply
and market knowledge and access to supplier
competencies, resources, and relationships around the
globe. We create effective business alternatives to
develop commercial and supply solutions for P&G
businesses that deliver improved service, revenue and
profit, while flexible enough to accommodate market
changes.

 Competition and Collaboration

We apply the strategic use of competition, collaboration or a blend
of the two in our approach towards managing our supplier relationships.
The Company has a long-held
belief that competition encourages
the innovation and efficiency from
our supply base that ultimately
delivers optimum value over the
long-term. P&G also believes that
we must collaborate with suppliers
to access and engage their core
competencies, capabilities, and
resources to support us in creating
value for our consumers and
customers. The choice to emphasize competition or collaboration or blend
the two is driven by business circumstances, supply market dynamics,
supplier capability, supplier compatibility with P&G, and the level of
interdependency necessary between P&G and the supplier to deliver best
value.

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 Supplier Incumbency
We seek to balance stability in our
supply base and orderly shifts of business with the
need to seek out new suppliers who offer superior
value. We prefer ongoing relationships with
incumbent suppliers because we believe they
deliver lower long-term costs and higher value to
our business. Therefore, to win our business, new
suppliers must provide meaningfully better total
value than the incumbent. Incumbency is applied to
each specific situation where a number of elements
are considered that includes P&G business needs,
past performance and future potential of a supplier, impact of business
shifts on overall marketplace competitiveness and long-term
buyer/supplier relationships, and costs for start-up, qualification, and/or
shut-down.

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 OBJECTIVES OF PURCHASE
DEPARTMENT
Businesses often buy as many goods and services as they sell.
They buy materials to help produce products. They hire service
professionals on a contract basis when they don't have the expertise within
their staff to get things done. To monitor the purchasing process and ensure
that it stays within the parameters of keeping the company profitable, a
business uses the purchasing department to oversee suppliers, service
providers, equipment purchases and even research into quality control.

The main objectives are as follows:

1) To procure at the lowest possible cost consistent with quality and

service requirements. Thereby ensure the minimum possible investment in
carrying out operations related to purchase materials. These are such as
transportation, inspection, storing, record keeping etc.

2) If the quality of the company’s product is decided by the quality of

the input material then this is the area, where the quality begins. So for
building quality product it holds importance. The quality of the input
material takes the product quality level high. To make the user
departments of the organization from time to time aware of the range of
the quality of materials available in the market and to maintain right
quality of purchased materials based on standards, technical specifications
and suitability as determined by the user departments.

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3) From the point of view of keeping the production line flowing the
purchase activity plays an important role. Uninterrupted production is
possible by the proper action by the purchase department.

4) Material inventory of all types is the place where the company’s

money is dumped. To maintain the continuity of the supply to ensure that
the scheduled activities are not interrupted. Purchase department controls
the inventory control activity. The manner in which the inventory is
controlled the efficiency of the company depends.

5) In any organization the purchase department is centrally placed

organizationally. It has connections
with almost every department in the
organization. It integrates the
requirements of all departments of
the organization. Takes the
advantage of economy of scale.
Wherever possible avoid duplications
of purchases resulting in waste and
obsolescence. To achieve maximum
integration with other departments of
the company. This requires understanding needs of other departments so
that these needs can be translated into materials support action. These
actions will vary from company to company. However they normally
require the purchase department to support another department in one of
its major responsibilities. The most common areas of support are in
developing favorable reciprocity agreements, effective standardization
programmes, forecasts of future prices and general business condition,
economic make or buy decisions and a repository of information and
knowledge from suppliers regarding new materials, processes and prices.

6) It has connection with outside world of the company through the

medium of vendors. It has lot to do in creating the company’s image in the

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 outside world. It has to create for the organization through healthy buyer-
supplier relationship.
7) Help the design and development departments to develop new
products and related new components of those products.

8) To develop good and continuing vendor relationships. Good

vendor relationships are invaluable. Under such relationships number of
problems which arise buyer and seller get solved readily. A vendor
naturally directs his research, gives advance information on new products
and prices, and gives better service to his permanent customers.

9) To train and develop highly competent personnel who are

motivated to make the company as well as their department succeed.
Such personnel, in addition to fulfilling his responsibilities of the
purchasing department, also serve as a reservoir of talent from which
future executives of the firm can be selected.

10) To develop policies and procedures which permit accomplishment

of the above mentioned objectives at the lowest reasonable operating cost.

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 ORGANIZATION OF
PURCHASE
Purchasing department is usually under the General Manager at par with
other functional departments such as
engineering, finance, accounts,
manufacturing, marketing etc.
sometimes it is kept along with other
related departments like stores,
inventory and materials control,
under materials manager who in turn
is under General Manager. Choice of
an organizational structure depends
on the volume of work and value of
the purchase. A good structure encourages the assignment of specific
responsibilities, specific authorities and smooth chains of command of
delegation. It should lead to development of policies that permit routine
decisions to be made by subordinates.

Within purchase department, the structure may be worked out using

following approaches.

a) Organization by function:
It is based on the principle that job should be organized so as
to promote maximum specialization of skills. Total purchasing job is
broken up on the basis of specialization, such as follows.

 Processing of purchase requisitions,

 Sending out enquiries
 Negotiating with the vendors and selection of suppliers,
 Preparation of purchase orders,

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  Receipt of material, inspection and storing.
 Dealing with accounts section,
 Maintenance of records etc.

Each job, or a group of jobs, is assigned to individuals or group of

individuals who specialize in that work. No doubt that people get expertise
doing same job and day out. The company will benefit to get low prices.
However, they will lose their identity with the product and each
component.

b) Organization by product:
In the company different products are developed,
manufactured and marketed. Each product has to have its own purchase
cell. The persons get better knowledge of the product. So they can have
better understanding of need of quality as well as quantity requirements of
the items. These persons can help planning part of the production function.

The items purchased are classified into groups and each group
is assigned to a team of personnel who specialize in purchase of that
particular type of materials. For example,
a team may be specialist in buying raw
materials. While other in components and
sub-assemblies, and so forth. get good
exposure to purchase knowhow. Also
since each product has different variety of
the components involving different
processes, they get good technical
knowledge of the processes and the
persons involved have to handle all the responsibilities of the purchase
functions. So they vendors accordingly,

c) Organization by location:

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 There are multiple locations for a company. This is
applicable for the organizations, which are large and have several plants.
Each plant has a purchase department
under the overall supervision of the
central purchasing department. The
central purchase may help for
organizational needs but each individual
purchase department will have its own
freedom to decide their prices and rules.

These purchase people find local

vendors to feed their components. As the
region has its own culture, quality concepts, skills, and economic condition,
accordingly the resulting components will follow the outcome.

d) Organization by process:
The Company is basically involved in very standardized
processes. The buyers need to be expert in the manufacturing processes.
In such case of manufacturing, sometimes it is advisable
to organize the purchase activities according to the stage
of manufacturing.

Objectives of Evaluation of Purchase Department

a) To measure performance of the purchase

department.
b) To inspect the vendor and its activity.
c) Order placement decision is easy.

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 SYSTEM IN PURCHASE
DEPARTMENT
The procedure of the purchase is shown as per the flow chart
shown in the next page. These are the step in which purchase transactions
carried through from its inception to its conclusion. Since there are wide
variations among industries, companies, organizations, products and
personnel, there will be some slight deviation in the procedure to suit the
particular set up of the company.

1) Purchase requisition

This is the document, which initiates the activity of purchasing any matter
in the organization. Any person needing some material in the company fills

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 up this form. The initiator gets the component drawing and finds the
annual requirements for the item. He calculates the rate for the item if it is
not available. If the item is new, the rate for the item has to be calculated.
The document has to be authorized before it is released to the purchase
department, because it generates inventory in the organization.

2)

Requisition of quotation
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 After the purchase department receives the purchase request, it
gets trigger for further chain of activities. The buyer releases the enquiry to
the vendor. There should be generally 3 vendors. All of them should be
capable to make the item as per the quality required. Also the vendor
should be having capability to
invest finance required to
generate the goods. In the
“enquiry” form it is essential to
fill up quality requirements of
the item and annual
requirements for vendor to
understand the business content
in the enquiry. The vendor also
must know clearly, the name
and designation and telephone
number of the person to whom
he has deal. Many buyers
methodically rotate their lists of
potential suppliers in requesting
quotations.
If supplier is high bidder on several quotations, his name in
term porarily dropped from the list. Suppliers who already have a
substantial amount of the buying company’s business may also be dropped
temporarily.
Buyer should not request a quotation from supplier with whom
he has no intention of doing business. Quotations are expensive to prepare,
and it is unethical to ask suppliers to prepare them when they will not get
an order regardless of what price the quote. The buyer can do nothing with
the supplier’s quotation until engineering department approves or rejects in
the purposed change. If the change is approved, he usually will get new
quotation from other bidders.
3) Purchase order

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 The buyer gets quotation from different vendors. He has his
cost estimation ready. He then tabulates the quotations. Find who the
lowest quotation vendor is. He also evaluates the credential of the vendors.
He then invites top one
or two vendors who are
eligible for getting order
of discussion. He
negotiates the price and
places order on the
party. If there is urgency
he gives letter of indent
to the party to start the
work, before he can give
authorized order copy
to the vendor. There is
very rare case when the
order can be placed in
good time, which can
give “proper lead time”
to the vendor to process
material. So it is
essential to expenditure
the matters to place the
order.

4) Planning and follow-up

Follow up is the important function in the life of buyer. Also it is highly
undervalued and seen as unpleasant. But unfortunately nothing ever gets

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 done unless good follow up is done. Very rare vendor Is found, who
supplies material as he promises and as what is discussed and agreed
amongst two parties.
So the buyer has to have good skills follow up. This activity demands
following:
(a) Telephoning at regular intervals.
(b) Visit to the vendor’s factory and seeing progress regularly
(c) Calling vendor at regular interval for discussion on plans.
(d) For new components development attending tool trials and expediting
sample inspection reports

The follow up has to be done to see that the matters are moving
as per the plans.

There are different methods to make the plans.

 Gantt charts or bar charts

 PERT- program evaluation review technique
 CPM- critical path method.

TYPES OF PURCHASES

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 As per the company and needs of the occasion the purchase method
has to be adopted. The normal procedure may be proper for the regular
items. But it is not always advisable to go through that procedure.

For different purposes it will be better to follow different methods as

per the need.

TENDER SYSTEM:
This method is usually followed in government organization,
Municipal Corporations or public sector organizations, for buying number
of types of items or services. Intention is mainly to curb the possibilities of
favoritism and give good way to auditing function.
The method motivates buying process impersonal .It
also gives opportunities to the variety of known and
unknown suppliers.

Generally the value of order is high in this case. For

larger value project and higher technical
requirements global tenders are invited. The
methodology takes more time and the pipe line of
activities is long and the authorization system is highly defined and
hierarchy levels are very important to be maintained. There is no quick
fixing mechanism available in this method.

Methodology followed is as under:

(1) Define the requirement/Project clearly.

(2) The advertisement to be given in minimum three national level.
English papers and trade journal, calling for offers.
(3) Generally offers are to be placed with earnest money and before a
stipulated date, after which it will not be accepted. They are to be
filled up on a prescribed tender form.
(4) Tender document is available at cost. It contains the terms and
conditions .Sufficient time is given to fill the tenders.

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 (5) The tenders are opened publicly on the decided date and the work is
awarded to the lowest bidder.
(6) If the lowest bid is more than the estimated cost, the negotiations are
done with that party and then they are awarded the work.

SUBCONTRACTING:
This method is used basically for the purpose of getting the assembly or the
sub-assembly of the products done from the vendors. The vendors in this
case have generally the small factory. He may be having the small assembly
tables at house. The investment in the equipment is low and more of labour
force available. The people recruited
there may be with low skills and they
often need guidance and training
from the buyer’s factory.

In fact such small vendors form an

extension of the assembly shops of
the buyer’s factory. So the supervisors
from the buyer’s factory are the real
bosses of the vendor. All the technical
help, processes, tools, gauges,
inspection / check sheets are
provided and overseen by the factory
supervisors till the assemblies are
approved by quality control department. Often the quality control
engineers and inspectors do the checking at the vendor’s place, So that the
approved assemblies can be packed and sent to the warehouse.

This methodology took popularity in the countries like Japan where the
small vendors were groomed to develop cottage industry. This concept is
taking roots in India.

Reasons for Going for Subcontracting are as follows:

 The labor cost is at increase .Overheads are increasing.

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  Assembly technology is not complex and does not need costly
equipments. So the assembly function is easy to be given out.
 The small vendor can manage the labor property and can demand
high rates of production from operators and paying them lesser
salaries.

Often it is found that subassembly of a particular unit was made at

the rate of 100 numbers per shift in a big and developed company where an
average operator was paid Rs. 10000 per month. Hourly rates of the
assembly shop were Rs.80.The same subassembly unit was subcontracted to
the vendor. There the operator started making the unit at the rate of Rs.150
units per hour and reached to 190 units after a month or two when he learnt
the process well. The hourly rates at the place were about Rupees 20 at the
vendor’s place. This gave the benefit of about seven to eight times by
subcontracting.

 The efficiency and productivity of the operators in the big industries

is poor and at decline day by day.
 The purchase department has no major job excepting the job of the
rate fixing.
 There is good need to develop small vendors. The technocrats are
required.

There are problems as follows:

 The union has to be cooperative. They fear the reduction of strength.

 The secrecy of the technical matters of the products, processes, tools,
etc is difficult to maintain. The vendor has to maintain confidentiality.
 Lot of material has to send to the vendor with high frequency. In the
big and developed company there are number of tedious procedures,
paper work and legal commitments. This increases work and
irritations of the factory people.
 It is argued that the quality of the assemblies produced at vendor’s
place is inferior as compared with those made in the factory.

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CAPITAL EQUIPMENT PURCHASE:
The purchase of the capital goods is usually is planned in the days of
prosperity and when the production and sale rise is projected. The
manufacturing and related departments are generally aware as to what they
want for progress and to enhance the capabilities. They are waiting for the
signal from the seniors to start. This people know the makes and
specifications.

Use department, which is manufacturing

department, does mainly the study of the
equipment or it may be under the area of
general management. The intent is to
obtain general info. About the equipment
the purchase department has to gather
sales proceeds and operating literature
together with approximate price and
information. The particularity of the
schedule date is that often delivery
schedule urgent.

That means till the time the equipment is

not there the work was going on. But the moment the sanction for the
capital budget is taken there is hurry for the arrival. The purchase
department has the chain of activity. The activities go hand in hand with
production and account department. In some companies all most all the
activities and paperwork is done by the user/production department/plant
maintenance department.

Methodology:

 Get the mgmt sanction for the indent.

 Contact the diff. parties who make the equipment.

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  Make comparative study of the specifications and quotations. The
specifications and quotations. The. The manufacturer selling engineer
of the manufacturer does lot of the buyer’s drawings. Sometimes the
sells person tries to load his efforts on the quotation. It must be kept in
picture at every time.
 Make the indent for purchase department.
 Negotiate the price and other details with the vendor. Such as trials,
training, approval, testing of the samples made in trial. SPC study
case of criticality of the equipment to arrive at Cp, Cpk etc.
 Place the order to the supplier. Often sells price includes the efforts
mentioned above for trials and forwarding. Numbers of other details
are to be settled in case of overseas supplier. These have to be done
along with the Indian selling agents of that party.
 In case of imported equipment the import license is to be opened.
 When the equipment is ready conduct the exercise of trials as
mentioned above.
 After satisfaction get the equipment at the factory.
 Make the payment and inform the accounts department about closing
the sanctioned budget.
 Important consideration is the reliability of the vendor in standing.
Once the equipment is installed, unexpected problems can arise. In
that case, what is the vendor’s policy on providing replacement?

PETTY CASH SYSTEM (CASH PURCHASE):

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 Many firms use petty cash funds for making small one time purchases
often less expensive for an individual user or a purchasing delivery to buy
minor items personally and pay for them from a petty cash to avoid buying
them through the conventional buying system. Any inefficiency that may
arise because of a lack of buying skills is
more than saving the cost of placing a
purchase order.
This is system that virtually eliminates
paper work. A sum of money set aside to
meet minor expenses of a business. This
procedure is most effective for purchasing
small orders from any sources whether
registered or unregistered.
It is not essential to get the authorized indent for these purchases.
Generally these are the items, which do not go to stores, and do not need, in
the regular production of the product. These may be sundry items those are
readily available in the market and very low in value.

For example:
Pliers are available in the market and is not a stock of the company. The production
supervisor will buy it on cash purchase method. The cost of pliers is about Rs.60.
making the indent and placing order and buying through normal system will take
more than Rs.500 and also it will take more than a month or two. All that is not
essentials. Cash purchase is thus very convenient way to buy small items.

Some companies find it economical to make small one-time purchases basis.

Material can be ordered by telephone and paid for on arrival. Purchase can
be made with petty cash or with a departmental cheque written from
amount sanctioned for such use. Each department in the company is set-
aside with the amount as planned for “cash-purchase” purpose. This
becomes very convenient for departments and also for purchase
department, which avoids complexity of documentation and authorization
for small purchases.

STOCK PURCHASING:

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 The recent material management demands to reduce or
avoid inventory. That is aimed at by stockless purchasing. For getting
success in that purpose, it is necessary for the buyer and the supplier to
work together very closely. There is no financial
commitment is from purchasing company. This
responsibility is lying on the supplier. The
goods may be located either at the supplier’s or
the buyer’s location.

The inventories are to be

maintained at the supplier’s location generally
supplier is preferred who is nearby space.

The cost at the supplier’s end may be lower, because he may

be able to perform these functions more economically than the buyer since
he is a specialist in the products. Also the cost saving is generated due to the
fact that the supplier may be serving a number of similar buyers and thus
be in a position to consolidate and lower the total maintenance of inventory
of the purpose of back up. They may need smaller safety stocks.

ORDER ON TELEPHONE:
For small orders this method is used to reduce the paper work in this
method the purchase department does not prepare a formal purchase order
when the international material requisition is received. The order is placed
by telephone. The requisition is used in the
receiving procedure. The requisition form is
used for the purpose of international control.
The request includes all the data normally
included on a purchase order.

CONCLUSION

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 Purchase departments buy raw materials, parts,
machinery, and services used by production systems. The objective of
purchase management is to procure the right equipment, materials, supplies
and services in the right quantity, of the right quality, from the right
suppliers, at the right time, at the lowest price. While the value of
purchased items varies from industry to
industry, it adds up to more than fifty percent
of sales in all industries. Purchase management
is regarded as a significant activity in many
organizations because of the high cost involved
in carrying out purchasing activities, increasing
quality benchmarks, and increasing global
competition.

Purchase activities can be

organized by using two basic approaches:
centralization and decentralization. Many manufacturing organizations use
a blend of these two approaches to organize their purchase activities. The
purchase manager, who heads the purchase department, is responsible for
developing vendor networks, selecting suppliers, negotiating contract terms
and conditions with suppliers, and ensuring the timely delivery of the
required supplies.

Whenever a new item is indented, the purchase

manager must determine whether to make the item in-house or buy the
item from external vendors and suppliers. Many people are of the opinion
that the employees working in the purchase department are corrupt
because the regular activities of the department involve huge sum of
money. Organizations should therefore develop guidelines on ethics for
employees in the purchase department.

BIBLIOGRAPHY
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www.icmrindia.org

www.purchasemanagement.com

www.pgsupplier.com

www.wikipedia.com

Shashikant d. aphale’s production

and material management book

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